Constructing Yourself as a Female Manager

Abstract: Titel: Constructing Yourself as a Female Manager: A qualitative analysis of how women construct their identities as Managers. Seminar date: 2/6 Course: FEKH49, Bachelor thesis in Management and Organisation, Undergraduate level, 15 University Credits Points. Authors: Sonia Jönsson, Nora Listrup, Johanna Schoug Supervisor: Anna Stevenson Keywords: Female Manager Identity, Female Manager Identity Construction, Role Theory, Social Identity Theory, Congruity Theory Research Question: How do female managers construct their identities? Purpose: The purpose of this study is to create a deeper understanding of how female managers construct their identities. Furthermore, we aim to examine the experiences of female managers from an individual perspective. Methodology: To fulfill the purpose of the study and answer the research question, a qualitative research method was used together with an abductive approach and a discourse analysis. The empirical material consists of ten semi-structured interviews with female managers. Theoretical perspectives: The theoretical background first presents literature regarding male and female management. Thereafter, research regarding identity construction where theories such as Role Theory, Social Identity Theory, and Role Congruity Theory are presented. Additionally, to understand how female managers can construct their identity, research regarding manager identity construction, female manager identity, and female manager identity construction is provided. Empirical foundation: The empirical findings consist of ten female managers’ experiences and thoughts. The analysis consists of the authors’ interpretations of how the female managers construct their identities through the conducted interviews. Conclusions: The interviewed women construct their identity by not conforming to the socially constructed role they could be placed in. Instead, they construct an identity with the group ‘managers’, neutralized from male and female, and do so by conforming to that role. Empirical foundation: The empirical findings consist of ten female managers’ experiences and thoughts. The analysis consists of the authors’ interpretations of how the female managers construct their identities through the conducted interviews. Conclusions: The interviewed women construct their identity by not conforming to the socially constructed role they could be placed in. Instead, they construct an identity with the group ‘managers’, neutralized from male and female, and do so by conforming to that role.